Finalist outlines experience with levies, construction and revenue strategies for Wayzata

Dr. Virgen told the Wayzata Public Schools board he has led capital projects and would approach the district’s planned capital/technology levy with structured project management, clear role assignments and robust community communications.

He said his first step is to convene the district’s internal and external partners—architects, construction managers, finance advisors—and to establish a RACI (Responsible, Accountable, Consulted, Informed) chart so roles are clear. He singled out Ehlers as the team he typically consults about referendum disbursement options and debt timing: "Are we going to do this in one disbursement? Are we going to do two? What's the benefit of that?" he asked, saying that sequencing can affect interest costs and flexibility.

On public communications, he said the work after a successful vote should accelerate trust—not go insular—and recommended a postmortem even after passage to position the district for future efforts. "We accelerate trust," he said, stressing proactive engagement so taxpayers understand how referendum funds are used.

Dr. Virgen also described potential revenue strategies that districts he has led used, including offering courses or services to neighboring districts or private partners, and exploring endowments: he said an endowment in one district produced an annual return amounting to about 3% of the operating budget. He framed those ideas as examples rather than recommendations, noting they must fit Wayzata’s values.

The board asked clarifying questions about vendors and project partners; Dr. Virgen named firms he’s worked with (Ehlers; architecture and construction firms) and emphasized the need for a learning framework to guide design of new spaces. He urged transparency in post-referendum communication and early clarity on timelines for funds and disbursements.